Immigration and Citizenship Canada - Prof. Peivand Pirouzi - Career competencies in Canada - Creativity and reasoning skills

CAREER COMPETENCIES IN
CANADA
DECISION MAKING AND CREATIVITY
Prepared and Presented by:
Pr. Peivand Pirouzi, Ph.D., MBA, CCPE, Cert. Psychiatry
Lead Educational and Career Mentor
2018
Prof. Peivand Pirouzi, 2018

Universal Employability Skills
1. Leadership/Management Skills
2. Communication Skills
3. Teamwork Skills
4. Self-Motivated/Ability to work with little or no supervision
5. Problem-Solving/Decision-Making, Reasoning/Creativity skills
6. Dedication/Hardworking/Work Ethic
7. Planning/Organizing Skills
8. Dependability/Reliability/Responsibility
9. Adaptability
10. Availability/Flexibility
11. Honesty/Integrity/Morality - Character Counts!
12. Computer/Technical Skills
13. Interpersonal Abilities
©Peivand Pirouzi, 2018

Universal Employability Skills
13. Self Presentation Skills
14. Multi-Tasking Skills
15. Positive Attitude/Motivation/Energetic
16. Self-Confidence
17. Leadership/Management Skills
18. Multicultural Sensitivity/Awareness
19. Loyalty
20. Professionalism
21. Willingness to Learn
22. Customer Service Skills
23. Common Sense
©Peivand Pirouzi, 2018

DECISION MAKING AND
CREATIVITY
You have to make
good choices
Copyright © 2010 John Wiley & Sons, Inc.

You are going to build a tower

This exercise encourages creative
problem solving and decision making
through teamwork.

Questions
What is involved in the decision making process?
What are the alternative decision-making models?
What can be done to stimulate creativity in decision
making?
Group Exercise.

What is involved in the decision-
making process?
 Decision making
 The process of choosing a course of action for dealing
with a problem or opportunity.

making process?
Define
Problem
Define
Problem
Caution: Not
too broad or
narrow
Caution: Not
too broad or
narrow
Caution:
focus on
problem, not
symptom
Caution:
focus on
problem, not
symptom
Caution: ID
the right
problem
Caution: ID
the right
problem
Analyze
Alter-
natives
Analyze
Alter-
natives
Determine
exact
information
needed
Determine
exact
information
needed
ID effect on
stake-
holders
ID effect on
stake-
holders
Make a
Choice
Make a
Choice
Consider
time, cost,
impact, and
ethics
Consider
time, cost,
impact, and
ethics
Who makes
the decision?
(team or
leader)
Who makes
the decision?
(team or
leader)
Take
Action
Take
Action
Ensure that
all affected
parties have
input
Ensure that
all affected
parties have
input
Necessary
to secure
‘buy in’ from
all
Necessary
to secure
‘buy in’ from
all
Evaluate
Results
Evaluate
Results
Have
desired
outcomes
been
attained?
Have
desired
outcomes
been
attained?
Has team
performance
been
effective?
Has team
performance
been
effective?

making process?
 Ethical reasoning in decision-making examines the
consequences of a decision on all stakeholders.

making process?
Programmed decisions
 Involve routine problems that arise regularly and can
be addressed through standard responses.
Nonprogrammed decisions
 Involve nonroutine problems that require solutions

making process?
 Decisions are made in the context of three
general environments.
Certainty
Risk
Uncertainty

making process?
A decision environment is certain
 When information is sufficient to predict the results of
each alternative in advance of implementation.

making process?
A decision environment is risky
 When decision makers lack complete certainty
regarding the outcomes of various courses of action,
but they are aware of the probabilities associated
with their occurrence.

making process?
A decision environment is uncertain
 When managers have so little information on hand
that they cannot even assign probabilities to various
alternatives and their possible outcomes.

What are the alternative
decision-making models?
Classical decision theory assumes a manager:
 Acts rationally and in a fully informed manner.
 Faces a clearly defined problem.
 Knows all possible action alternatives and their
consequences.
 Chooses the optimum solution.

What are the alternative decision-making models?
 Systematic
 Problem approach
utilizing a rational,
analytic thinking.
 Intuitive
 Problem approach that
is flexible and
spontaneous.
Teams engage in two
cognitive processes:

What are the key decision making
traps and issues?
In choosing problems to address, try the following
checklist:
 What really matters?
 Will the problem resolve w/o intervention?
 Is this my decision to make?
 Will time spent make a difference?

What are the key decision-making
traps and issues?
 Authority decisions
 Manager or team leader uses information that he or
she possesses and decides what to do without involving
others.

traps and issues?
 Consultative decisions
 Manager or team leader solicits input from other
people and then, based on this information and its
interpretation, makes a final choice.

traps and issues?
Team decisions
 Manager or team
leader consults with
others and allows
them to help make
the final choice.

What can be done to stimulate creativity in
decision-making?
 Creativity
 Involves the development of unique and novel responses
to problems and opportunities.

What can be done to stimulate
creativity in decision-making?
Preparation –
problem
identified
Preparation –
problem
identified
Concentration
- problem
framed
Concentration
- problem
framed
Incubation –
solution
pondered
Incubation –
solution
pondered
Illumination –
solution found
Illumination –
solution found
Verification –
problem
removed
Verification –
problem
removed

What can be done to stimulate
creativity in decision-making?
 Team creativity drivers
 Situation offers opportunities.
 Restraints on creativity are minimized.
 Creative effort is recognized and rewarded.

decision-making?
 Individual creativity drivers
 Task expertise
 High motivation
 High creativity skill set

decision-making?
 Ways of fostering creativity
 Record all ideas so that the same ones are not
rediscovered.
 Establish high expectations for creativity.
 Develop a physical space that encourages fun,
divergent ideas.

 Some people take longer than others to “warm up”
to working with new people.
 Members should not only be paying attention to the
task, but also to their fellow group members.
 Groups need to make sure that everyone is
participating (that’s the goal of the exercise). If a
member is sitting back, it is important that the other
members encourage this person to “have a say” or
play an active role (e.g. dispense the building
blocks).
Before starting the exercise:

Lets start the exercise
 In a team, build the highest tower using the
provided materials only.
 Your tower needs to be in standing position at the
end of the exercise.
 You will have 10 minutes to plan your tower.
 While you plan, you can speak to each other.
 You will have 15 minutes to build your tower.
 While you build, you may not speak to each other.

Debriefing
 What aspects of the task you completed most
successfully?
 When was “teamwork” evident in your group?
 Which aspects might the group change next time?

End of Session

Immigration and Citizenship Canada - Prof. Peivand Pirouzi - Career competencies in Canada - Creativity and reasoning skills

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Immigration and Citizenship Canada - Prof. Peivand Pirouzi - Career competencies in Canada - Creativity and reasoning skills